This document outlines business initiatives and directions for Audi Chandigarh in 2012. In 2011, the dealership focused on sales targets, customer touchpoints, employee benefits and retention, and legal compliance. For 2012, plans include continuing family days, bonuses, and trainings for employees. Initiatives to strengthen sales, customer service, and build relationships are discussed, such as reorganizing sales teams and starting yoga/dance classes. The dealership aims to be the top Audi dealership for customer satisfaction, sales, and service, and obtain ISO 14000 certification. Expansion of facilities and manpower is also planned to support continued growth.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining how to measure results for each. The document outlines common mistakes to avoid when creating KPIs, such as having too many or not tailoring them to change over time. It also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative. Throughout, it encourages linking KPIs to strategy and using them to empower employees.
This document discusses key performance indicators (KPIs) and key result areas (KRAs) for performance evaluation. It provides resources for KPIs and KRAs such as lists of sample KPIs, performance appraisal metrics, and methods. It also outlines steps for creating KPIs for a specific position, common mistakes to avoid, and how to design effective KPIs linked to organizational strategy. Different types of KPIs are defined such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
KRA stands for Key Result Areas. It refers to the main objectives and outcomes an employee is responsible for achieving in their role. The process for determining KRAs involves listing main responsibilities, asking "why" for each activity to identify themes, and sharing the identified KRAs with others on their team. KRAs should be specific, measurable, achievable, related to the job, and time-bound. Identifying KRAs helps employees clarify their roles, set goals, focus on results, and improve time management and performance.
This document discusses key performance indicators (KPIs) and key result areas (KRAs) for performance evaluation. It provides information on developing KPIs, including defining objectives, identifying tasks and measuring results. The document lists common mistakes in creating KPIs, such as having too many metrics, and guidelines for designing effective KPIs linked to organizational strategy. Different types of KPIs are outlined, including leading, lagging, qualitative and quantitative metrics. Resources on KPIs and performance appraisal methods are recommended for further information.
This document discusses key result areas (KRAs), key performance indicators (KPIs), and different methods of performance appraisal. It defines KRAs as general outcomes an employee is responsible for and KPIs as measurable metrics of success. Traditional methods of appraisal included essays and rankings, while modern methods focus on goals, feedback from multiple perspectives, and development over evaluation. The document contrasts traditional, individualistic appraisal styles with modern, collaborative approaches.
In this file, you can ref useful information about key result areas performance appraisal such as key result areas performance appraisal methods, key result areas performance appraisal tips, key result areas performance appraisal forms, key result areas performance appraisal phrases … If you need more assistant for key result areas performance appraisal, please leave your comment at the end of file.
This document defines and explains various performance measurement terms used in organizations such as KPIs, KRAs, KPAs, and KPIs. It provides examples of how these may be used to measure the performance of different job roles and departments. Key performance indicators (KPIs) are quantifiable metrics that reflect an organization's critical success factors and goals. Key result areas (KRAs) are the specific activities or projects assigned to employees. Key performance areas (KPAs) are the key factors that make up an employee's job duties. The document provides a sample KRA-based performance appraisal form and process that involves setting employee KRAs and measuring performance against them.
This document discusses key performance indicators (KPIs) and how to develop them. It provides information on defining objectives and key result areas, identifying tasks and work procedures, and determining how to measure results for each. The document outlines common mistakes to avoid when creating KPIs, such as having too many or not tailoring them to change over time. It also describes different types of KPIs, including process, input, output, leading, lagging, outcome, qualitative and quantitative. Throughout, it encourages linking KPIs to strategy and using them to empower employees.
This document discusses key performance indicators (KPIs) and key result areas (KRAs) for performance evaluation. It provides resources for KPIs and KRAs such as lists of sample KPIs, performance appraisal metrics, and methods. It also outlines steps for creating KPIs for a specific position, common mistakes to avoid, and how to design effective KPIs linked to organizational strategy. Different types of KPIs are defined such as process, input, output, leading, lagging, outcome, qualitative and quantitative.
KRA stands for Key Result Areas. It refers to the main objectives and outcomes an employee is responsible for achieving in their role. The process for determining KRAs involves listing main responsibilities, asking "why" for each activity to identify themes, and sharing the identified KRAs with others on their team. KRAs should be specific, measurable, achievable, related to the job, and time-bound. Identifying KRAs helps employees clarify their roles, set goals, focus on results, and improve time management and performance.
This document discusses key performance indicators (KPIs) and key result areas (KRAs) for performance evaluation. It provides information on developing KPIs, including defining objectives, identifying tasks and measuring results. The document lists common mistakes in creating KPIs, such as having too many metrics, and guidelines for designing effective KPIs linked to organizational strategy. Different types of KPIs are outlined, including leading, lagging, qualitative and quantitative metrics. Resources on KPIs and performance appraisal methods are recommended for further information.
This document discusses key result areas (KRAs), key performance indicators (KPIs), and different methods of performance appraisal. It defines KRAs as general outcomes an employee is responsible for and KPIs as measurable metrics of success. Traditional methods of appraisal included essays and rankings, while modern methods focus on goals, feedback from multiple perspectives, and development over evaluation. The document contrasts traditional, individualistic appraisal styles with modern, collaborative approaches.
In this file, you can ref useful information about key result areas performance appraisal such as key result areas performance appraisal methods, key result areas performance appraisal tips, key result areas performance appraisal forms, key result areas performance appraisal phrases … If you need more assistant for key result areas performance appraisal, please leave your comment at the end of file.
This document defines and explains various performance measurement terms used in organizations such as KPIs, KRAs, KPAs, and KPIs. It provides examples of how these may be used to measure the performance of different job roles and departments. Key performance indicators (KPIs) are quantifiable metrics that reflect an organization's critical success factors and goals. Key result areas (KRAs) are the specific activities or projects assigned to employees. Key performance areas (KPAs) are the key factors that make up an employee's job duties. The document provides a sample KRA-based performance appraisal form and process that involves setting employee KRAs and measuring performance against them.
Oracle Talent Management software allows companies to manage various aspects of the talent lifecycle including competency management, performance reviews, objective setting and tracking, and integrating with other HR applications. It provides tools for competency profiling, creating performance management plans to cascade objectives across teams, and generating automated performance reviews linked to objectives and competencies. The system aims to help companies identify, develop, evaluate, and retain top talent to meet business goals.
Performance Management System Mahindra N Mahindra Ltdalvareena
The performance management system at M&M Ltd begins with setting organizational goals annually based on their strategy and budget. Departmental goals are then set using a balanced scorecard approach across financial, customer, internal processes, and learning/growth perspectives. Individual goals (KRAs) are established through workshops and tied to departmental objectives. Progress is reviewed mid-year and performance is assessed against KRAs and competencies. Ratings determine pay and development feedback is provided to help employees improve.
This document outlines the key responsibilities of a human resources professional. The responsibilities include: handling various HR functions like recruitment, compensation, performance management, and training; ensuring statutory compliance; onboarding new employees; developing and implementing HR policies; managing compensation and benefits; overseeing performance management; engaging employees through training, events, and visual management; maintaining HR records and reporting; and general HR administration and operations. The professional has extensive experience in strategic talent planning, recruitment, developing HR strategies, and maintaining compliance.
This document provides an overview of how to design and implement effective performance management systems and KRA sheets. It begins by establishing some ground rules for an effective learning webinar. It then introduces the speaker's background and experience in human resources. The core content discusses defining objectives with a focus on the "why", and establishing a performance management system framework that aligns individual and organizational goals. It proposes a model called the Light House Model that optimizes, quantifies, and rationalizes performance. The document concludes by noting that comprehensive coverage is not possible in a single session and encourages further learning and feedback.
Every organization has a unique performance appraisal process, with its own review or workflow steps. Farsight's automated appraisal workflow management tool makes it easy for you to automate your current process and adapt it tomorrow to meet your changing needs.
Our Performance Management tool kit provides an overview of Performance Management and useful tips for conducting successful, year-round performance evaluation.
KRA stands for Key Results Area and refers to the specific goals and targets set for an individual or team in areas that contribute to business success. Having clearly defined KRAs allows one to take ownership over their work and be responsible for achieving business results. Effective KRAs should include measurable goals, progress updates, skills development plans, contributions to revenue, feedback mechanisms, and self-management. They focus on meeting customer requirements by establishing targets related to the product characteristics wanted or needed by customers.
The document discusses performance planning and provides guidance on the roles of supervisors and employees in the performance planning process. It covers key aspects of performance planning including preparation, regular check-ins, and final assessments. The performance planning process aims to set clear expectations, provide feedback, and help employees improve their performance and develop their skills.
Key Result Areas (KRAs) define the expected outcomes or results of a job, while Key Performance Areas (KPAs) define all the activities an individual must perform in a job, whether result-oriented or not. KRAs fall within the scope of KPAs and identify crucial outcomes important for achieving goals, while KPAs define the overall scope of activities for a role. A job description separates duties into KRAs, which are critical functions tied to results, and KPAs, which are important but not critical associated activities.
Creating Performance Based Culture trough Performance Management Systems Kenny Ong
The document discusses performance management systems and CNI Holdings' journey with implementing such systems. Some key points discussed include:
- CNI Holdings faced issues with previous performance appraisal systems, including a lack of alignment with business strategy and improper implementation.
- It is important to focus on business strategy and intent, rather than just best practices, when developing a performance management system. The system should be customized to implement the business plan.
- For a performance management system to be effective, there needs to be proper alignment between the corporate objectives, performance objectives, organizational structure, resources, leadership, and individual employees.
The document discusses performance appraisals, including their purpose, prerequisites, basic steps, and methods. Some key points:
1. Performance appraisals systematically evaluate employee performance and potential, with purposes like determining pay, promotions, training needs, and effectiveness of HR programs.
2. Prerequisites for effective appraisals include documentation, standards, simple formats, evaluation techniques, communication, and reducing personal bias.
3. Basic steps in appraisals include ongoing observations and feedback, an annual review, and rewarding meeting performance standards.
4. Modern appraisal methods include management by objectives, 360 degree feedback, and assessment centers. TCS conducts two appraisals annually and bases them on
Performance appraisals are used to systematically evaluate employees' job performance and potential. They have several objectives, including identifying performance gaps, organizational control, and employee development. The performance appraisal process involves establishing standards, measuring performance, comparing to standards, and providing feedback. Key aspects are documentation of performance, clear standards, an objective evaluation technique, and communication of results without personal bias. Most companies use performance appraisals for compensation, training, identifying performance gaps, and goal-setting. When done effectively, performance appraisals can help employees' career development by motivating improvement and charting career progression.
The document lists and briefly describes 9 performance management tools: key performance indicators (KPIs), the balanced scorecard, management by objectives (MBO), gap analysis, financial assessment, job descriptions, output goals, annual reviews, and feedback. It provides links to free ebooks and resources on performance appraisal forms and phrases.
In this file, you can ref useful information about balanced scorecard performance appraisal such as balanced scorecard performance appraisal methods, balanced scorecard performance appraisal tips
Performance management system at mahindra and mahindra LimitedAditiee Deshpande
The document describes the performance management system (PMS) at Mahindra. The PMS process includes:
1) Setting individual goals (KRA's) aligned to business objectives through discussion between employees and their appraisers.
2) Conducting a mid-term review to evaluate performance against goals.
3) Conducting annual performance appraisals based on achievement of KRA's and competencies, which determines performance pay.
4) Providing feedback and counseling to employees after appraisals.
The system aims to align individual performance with organizational strategy and goals through goal-setting, reviews, and rewarding good performance.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
Performance management involves setting goals and standards for employees to achieve organizational objectives. It includes performance planning, maintaining performance, diagnosing issues, appraisal, and rewarding employees. Performance planning establishes key result areas, performance measures, and goals for employees. Goals should be specific, measurable, attainable, relevant, and time-bound to guide employee performance and development.
The document discusses performance management in organizations. It defines performance management as a system that measures employee performance to help a company achieve its goals. The document outlines the key processes in performance management as planning, monitoring, developing, rating, and rewarding. It provides examples of how different companies implement performance management and discusses principles for developing an effective performance management plan.
Introduction to the Performance Management Principles
A Step by Step Performance Management Process
How to avoid the Common pitfalls
CCMG Templates to maintain a correct and supportive paper trail
The document discusses talent management at LeasePlan. It provides an overview of LeasePlan's organizational lifecycle model and how critical success factors change over time as a company matures. It also discusses LeasePlan's strategy for developing talent, including identifying high potentials, developing career paths, and holding management development platforms. The talent development programs aim to provide leadership training, management skills training, and broader business knowledge.
Applying Global Benchmarking To Fm And Service Alan Masterton Aug 08alan masterton
1. The document discusses applying global benchmarks to facility management and services. It outlines identifying the need for change, applying appropriate benchmarks, and implementing improvement programs to achieve gains.
2. A case study of the University of Sydney is presented, where they aimed to achieve world-class service across various business units. Benchmarking identified performance gaps and potential $30-40m in productivity gains.
3. Sustaining gains requires structures, skills, measurement systems, and continuous improvement through ongoing benchmarking, target setting, and improvements.
Enterprise Optimization PowerPoint Presentation Slides is a visually-compelling virtual tool for professionals to showcase their company’s strategic and operational plans. Present a crisp overview of the company mission, vision, goals, and objectives by the means of our firm optimization PPT theme. The content-driven design of this optimization strategy PowerPoint slideshow assists you in explaining your business strategy and displaying financial projections. Illustrate the annual income statement, and balance statement with the help of the concise format of this organizational optimization PPT template. Our organizational effectiveness PowerPoint presentation makes sophisticated information easy to follow. Take advantage of effective enterprise management PPT slideshow to elucidate the operational objectives and key result areas of the business operations. Portray performance objectives like fixed asset turnover, and working capital turnover using this operational optimization PowerPoint slides deck. Also, cover aspects like integrated business planning, and operational plan budget through our comprehensive enterprise efficiency PPT presentation. https://bit.ly/2HxPLT2
Oracle Talent Management software allows companies to manage various aspects of the talent lifecycle including competency management, performance reviews, objective setting and tracking, and integrating with other HR applications. It provides tools for competency profiling, creating performance management plans to cascade objectives across teams, and generating automated performance reviews linked to objectives and competencies. The system aims to help companies identify, develop, evaluate, and retain top talent to meet business goals.
Performance Management System Mahindra N Mahindra Ltdalvareena
The performance management system at M&M Ltd begins with setting organizational goals annually based on their strategy and budget. Departmental goals are then set using a balanced scorecard approach across financial, customer, internal processes, and learning/growth perspectives. Individual goals (KRAs) are established through workshops and tied to departmental objectives. Progress is reviewed mid-year and performance is assessed against KRAs and competencies. Ratings determine pay and development feedback is provided to help employees improve.
This document outlines the key responsibilities of a human resources professional. The responsibilities include: handling various HR functions like recruitment, compensation, performance management, and training; ensuring statutory compliance; onboarding new employees; developing and implementing HR policies; managing compensation and benefits; overseeing performance management; engaging employees through training, events, and visual management; maintaining HR records and reporting; and general HR administration and operations. The professional has extensive experience in strategic talent planning, recruitment, developing HR strategies, and maintaining compliance.
This document provides an overview of how to design and implement effective performance management systems and KRA sheets. It begins by establishing some ground rules for an effective learning webinar. It then introduces the speaker's background and experience in human resources. The core content discusses defining objectives with a focus on the "why", and establishing a performance management system framework that aligns individual and organizational goals. It proposes a model called the Light House Model that optimizes, quantifies, and rationalizes performance. The document concludes by noting that comprehensive coverage is not possible in a single session and encourages further learning and feedback.
Every organization has a unique performance appraisal process, with its own review or workflow steps. Farsight's automated appraisal workflow management tool makes it easy for you to automate your current process and adapt it tomorrow to meet your changing needs.
Our Performance Management tool kit provides an overview of Performance Management and useful tips for conducting successful, year-round performance evaluation.
KRA stands for Key Results Area and refers to the specific goals and targets set for an individual or team in areas that contribute to business success. Having clearly defined KRAs allows one to take ownership over their work and be responsible for achieving business results. Effective KRAs should include measurable goals, progress updates, skills development plans, contributions to revenue, feedback mechanisms, and self-management. They focus on meeting customer requirements by establishing targets related to the product characteristics wanted or needed by customers.
The document discusses performance planning and provides guidance on the roles of supervisors and employees in the performance planning process. It covers key aspects of performance planning including preparation, regular check-ins, and final assessments. The performance planning process aims to set clear expectations, provide feedback, and help employees improve their performance and develop their skills.
Key Result Areas (KRAs) define the expected outcomes or results of a job, while Key Performance Areas (KPAs) define all the activities an individual must perform in a job, whether result-oriented or not. KRAs fall within the scope of KPAs and identify crucial outcomes important for achieving goals, while KPAs define the overall scope of activities for a role. A job description separates duties into KRAs, which are critical functions tied to results, and KPAs, which are important but not critical associated activities.
Creating Performance Based Culture trough Performance Management Systems Kenny Ong
The document discusses performance management systems and CNI Holdings' journey with implementing such systems. Some key points discussed include:
- CNI Holdings faced issues with previous performance appraisal systems, including a lack of alignment with business strategy and improper implementation.
- It is important to focus on business strategy and intent, rather than just best practices, when developing a performance management system. The system should be customized to implement the business plan.
- For a performance management system to be effective, there needs to be proper alignment between the corporate objectives, performance objectives, organizational structure, resources, leadership, and individual employees.
The document discusses performance appraisals, including their purpose, prerequisites, basic steps, and methods. Some key points:
1. Performance appraisals systematically evaluate employee performance and potential, with purposes like determining pay, promotions, training needs, and effectiveness of HR programs.
2. Prerequisites for effective appraisals include documentation, standards, simple formats, evaluation techniques, communication, and reducing personal bias.
3. Basic steps in appraisals include ongoing observations and feedback, an annual review, and rewarding meeting performance standards.
4. Modern appraisal methods include management by objectives, 360 degree feedback, and assessment centers. TCS conducts two appraisals annually and bases them on
Performance appraisals are used to systematically evaluate employees' job performance and potential. They have several objectives, including identifying performance gaps, organizational control, and employee development. The performance appraisal process involves establishing standards, measuring performance, comparing to standards, and providing feedback. Key aspects are documentation of performance, clear standards, an objective evaluation technique, and communication of results without personal bias. Most companies use performance appraisals for compensation, training, identifying performance gaps, and goal-setting. When done effectively, performance appraisals can help employees' career development by motivating improvement and charting career progression.
The document lists and briefly describes 9 performance management tools: key performance indicators (KPIs), the balanced scorecard, management by objectives (MBO), gap analysis, financial assessment, job descriptions, output goals, annual reviews, and feedback. It provides links to free ebooks and resources on performance appraisal forms and phrases.
In this file, you can ref useful information about balanced scorecard performance appraisal such as balanced scorecard performance appraisal methods, balanced scorecard performance appraisal tips
Performance management system at mahindra and mahindra LimitedAditiee Deshpande
The document describes the performance management system (PMS) at Mahindra. The PMS process includes:
1) Setting individual goals (KRA's) aligned to business objectives through discussion between employees and their appraisers.
2) Conducting a mid-term review to evaluate performance against goals.
3) Conducting annual performance appraisals based on achievement of KRA's and competencies, which determines performance pay.
4) Providing feedback and counseling to employees after appraisals.
The system aims to align individual performance with organizational strategy and goals through goal-setting, reviews, and rewarding good performance.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
Performance management involves setting goals and standards for employees to achieve organizational objectives. It includes performance planning, maintaining performance, diagnosing issues, appraisal, and rewarding employees. Performance planning establishes key result areas, performance measures, and goals for employees. Goals should be specific, measurable, attainable, relevant, and time-bound to guide employee performance and development.
The document discusses performance management in organizations. It defines performance management as a system that measures employee performance to help a company achieve its goals. The document outlines the key processes in performance management as planning, monitoring, developing, rating, and rewarding. It provides examples of how different companies implement performance management and discusses principles for developing an effective performance management plan.
Introduction to the Performance Management Principles
A Step by Step Performance Management Process
How to avoid the Common pitfalls
CCMG Templates to maintain a correct and supportive paper trail
The document discusses talent management at LeasePlan. It provides an overview of LeasePlan's organizational lifecycle model and how critical success factors change over time as a company matures. It also discusses LeasePlan's strategy for developing talent, including identifying high potentials, developing career paths, and holding management development platforms. The talent development programs aim to provide leadership training, management skills training, and broader business knowledge.
Applying Global Benchmarking To Fm And Service Alan Masterton Aug 08alan masterton
1. The document discusses applying global benchmarks to facility management and services. It outlines identifying the need for change, applying appropriate benchmarks, and implementing improvement programs to achieve gains.
2. A case study of the University of Sydney is presented, where they aimed to achieve world-class service across various business units. Benchmarking identified performance gaps and potential $30-40m in productivity gains.
3. Sustaining gains requires structures, skills, measurement systems, and continuous improvement through ongoing benchmarking, target setting, and improvements.
Enterprise Optimization PowerPoint Presentation Slides is a visually-compelling virtual tool for professionals to showcase their company’s strategic and operational plans. Present a crisp overview of the company mission, vision, goals, and objectives by the means of our firm optimization PPT theme. The content-driven design of this optimization strategy PowerPoint slideshow assists you in explaining your business strategy and displaying financial projections. Illustrate the annual income statement, and balance statement with the help of the concise format of this organizational optimization PPT template. Our organizational effectiveness PowerPoint presentation makes sophisticated information easy to follow. Take advantage of effective enterprise management PPT slideshow to elucidate the operational objectives and key result areas of the business operations. Portray performance objectives like fixed asset turnover, and working capital turnover using this operational optimization PowerPoint slides deck. Also, cover aspects like integrated business planning, and operational plan budget through our comprehensive enterprise efficiency PPT presentation. https://bit.ly/2HxPLT2
Tulevaisuuden ostaja rakentaa kumppanuutta ja vaatii kilpailukykyä 18.9.2008
Puhujat: Harri Jokinen, Juha-Pekka Anttila, Ismo Anttila, Sami Humala, Kaj Lindh, Mauri Heikintalo, Thomas E. Vollmann, Jari Osmala, Juha Vierros
Tilaisuuden videot: http://www.youtube.com/watch?v=B3HJe6nHJAQ , http://www.youtube.com/watch?v=LsjTlzLwgTI , http://www.youtube.com/watch?v=oZ_5jbXLZvM , http://www.youtube.com/watch?v=B4ourWI2q8w
Profitability and cost management are of increasing importance in today's difficult and rapidly changing markets. Summary level profitability reporting no longer suffices. To gain a competitive advantage, organizations must understand profitability beyond the usual lines of business, such as product line, service area, and customer segment. This presentation will demonstrate how Oracle Hyperion Profitability and Cost Management enables organizations to understand the true cost and profitability drivers within their business and empowers users with the visibility and flexibility to improve resource alignment, increase margins and ensure profitability.
The document discusses the balanced scorecard, which is a strategic management tool that measures organizational performance across four perspectives: financial, customer, internal processes, and learning and growth. It provides examples of possible performance measures for each perspective, such as profit per year (financial), customer satisfaction levels (customer), cycle time and error rates (internal processes), and percentage of training delivered (learning and growth). The balanced scorecard helps organizations translate strategy into objectives and measures, communicate strategic goals, and align business activities to achieve strategic targets. It provides a comprehensive framework for performance measurement and management.
GPAllied provides reliability and operations consulting services through expertise in maintenance, reliability engineering, operational excellence, and workforce development. It offers solutions to improve sustained reliable operations, reliable capital delivery, and reliable maintenance execution. Key services include developing business cases for change, implementing performance improvement tools, developing management systems, and providing transformation roadmaps. The goal is to help clients achieve rapid ROI through more reliable systems and a culture of continuous improvement.
Integrated Business Planning Framework PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Integrated Business Planning Framework Powerpoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of thirty three slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below.
The document presents a sales operations prioritization tool to rank various projects and initiatives. It provides criteria in three categories: strategic fit, economic impact, and feasibility. The tool allows weighting these categories and ranking nine potential projects. Based on the rankings, the top three projects are sales skills assessments, sales performance reviews, and sales recruiting campaign. The tool also provides a matrix to visualize how the different projects compare across the criteria.
The Automotive Dealer Management (ADM) program sets out to achieve this simple objective - balancing the elegance of high level education with ‘street-wise’ operational experience – balancing vehicle sales with fixed operations – balancing profitability with asset management – balancing customer demands with OEM demands - balancing the art of the game with science and balancing investment in capital resources with investment in the people resource. At last we have the makings of
a high level, intensive Dealer Principal ‘apprenticeship’ program, where learners can thrive on the successes and lessons from some of the world’s most highly experienced and professional operators, academics and consultants.
Integrated Business Planning Process PowerPoint Presentation SlidesSlideTeam
It has PPT slides covering wide range of topics showcasing all the core areas of your business needs. This complete deck focuses on Integrated Business Planning Process Powerpoint Presentation Slides and consists of professionally designed templates with suitable graphics and appropriate content. This deck has total of thirty five slides. Our designers have created customizable templates for your convenience. You can make the required changes in the templates like colour, text and font size. Other than this, content can be added or deleted from the slide as per the requirement. Get access to this professionally designed complete deck PPT presentation by clicking the download button below.
Sullivan Consulting is a boutique management consulting firm specialized in softskills training. They have over 10 years of experience providing training and consulting services in areas such as leadership, communication, and change management. Their client-focused approach and proven training methodology have helped them achieve high returns on investment for clients in various industries in the US, Puerto Rico, and other Caribbean countries.
The document discusses key performance indicators (KPIs) and provides examples of KPIs across different areas of a business. It defines KPIs and explains their purpose is to measure performance against objectives. KPIs can be input, process, output, or outcome measures and should be meaningful, measurable, quantitative or qualitative, routinely collected, comparable, and useful. The document provides examples of KPIs for areas like return/profit, productivity, employee development, quality assurance, research and development, organizational image, and legislative relations.
Cmmi Overview And Nihilent Show Case In Cmmir Consulting.1jonathanwiesman_1
Nihilent provides CMMI consulting services including gap analysis, implementation support, appraisals, and trainings. They have strengths such as multiple SEI-certified appraisers and consultants, extensive experience conducting over 100 appraisals globally, and experience across multiple domains. The document outlines their CMMI overview, offerings, strengths, and client examples to promote their CMMI consulting capabilities.
Business Relevant Ways to Convey Learning Impact to ExecutivesMedha Pratap
This document discusses how to convey learning impact to executives through metrics reporting. It outlines elements of balanced executive reporting, including outcome, effectiveness, and efficiency metrics. Sample metrics include employee contribution margin, knowledge gain, and costs. The document presents examples of linking learning programs to business outcomes through methods like surveys, correlations between training and performance, and comparing trained and untrained groups. It emphasizes using data to improve processes and decision making.
Satu pendekatan baru dalam latihan keusahawanan diMalaysia.
Pendekatan ini lebih kuantitatif lagi strategik.
Kemenangan dapat dipertingkatkan dalam pasaran bersaing sekarang.
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Performance Metric PowerPoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of nineteen slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/30vqr7C
Gaining Competitive Advantage through Benefits RealizationSVPMA
Presentation by Prashanth Naidu at SVPMA Monthly Event August 2012: Approach to measure benefits of product investments and using that as a competitive advantage.
Click below for details notes from the event:
http://svpma.org/2012/08/august-2012-event/
Similar to Audi Chandigarh | moving on | year 2011 to year 2012 (20)
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
3. Snapshot of Business initiatives | 2011
Quarterly and Annual Bonus | For all employees linked with their KRA’s
Family day | Facilitation of spouses of achievers through
certificates & gold coins
Motivation factors | Emphasis was given on internal and external
trainings. Training modules covered were
personality development, team building
time & stress management & leadership
topics
Allied employee benefits | Accidental and Mediclaim insurance policies
Employee profiling | PS-16 profiling and Thomas profiling for all
Sales employees.
Recreational activities | Staff get together on a quarterly basis and
cricket tournaments on annual basis
Internal working group | Core functional groups for decision making
3 Business Direction 2012 | Audi Chandigarh
4. Snapshot of Business initiatives | 2011
Employee Friendly HR Policies | We introduced employee suggestion scheme &
awarded for the best suggestion upon its
implementation.
| Quarterly facilitation ceremonies for achievers of
the trophy “ Lord of the Four Rings”
| Introduced a foreign leisure trip for achievers
| Introduced a Employee feedback survey to gauge
the satisfaction of an employee with employer
| Introduced training calendar for all sales staff to
monitor the trainings
| For achievers, as a special incentive; an Audi was
provided to drive / enjoy over the weekend.
4 Business Direction 2012 | Audi Chandigarh
5. Snapshot of Business initiatives | 2011
Strengthen Sales & After-Sales processes | Developed internal data management &
follow up processes for better
conversion & capturing of any lapses
e.g. lost sales process.
Monthly Review Meetings | All departmental heads present their facts
& figures which is reviewed by the Managing
Director on a monthly basis
.
5 Business Direction 2012 | Audi Chandigarh
6. 2011 | Focus on Sales Target | KRA’s
July'11- Sep'11 ( Q 3)
Key Result Area ( KRA’s) Target Achieved
Sr. No.
TOTAL WEIGHTAGE - 100 % Weightage ( b) Quantified(a) Parameter
Achievement Parameter Score
Vs Quantified achievement (c/a*b)*100
To ensure team members customer prospect generation ( 7%
1 5 329 7 234 9 5.0
conversion ) ( Maximum Weightage=5)
to ensure Team Members Customer Prospect to test drive
2 5 247 75 167 71 4.8
conversion ratio ( 75% of CPC)
3 Sales of Cars 30 23 100 20 87 26.1
Finance Targets ( 50% of Total Sale) and 30% of Total Sale has to be
only through VW Finance. If 30% of VW finance cases not done then
4 parameter score would be zero . In Case 30% VW finance penetration 5 12 50 8 40 4.0
is achieved but total penetration of 50% is not achieved still full
parameter score would be awraded .
5 Insurance Targets ( 80% of Total Sale Achieved) 5 18 80 14 70 4.4
6 Accessories Targets ( 30000/ vehicle) 10 690000 30000 260272 13014 4.3
Extended Warranty Targets ( 75% of Total Sale Achieved which
7 would also include extended warranty sold to exsisting customers 5 14 75 12 60 4.0
eligible for the extended warranty package as per new policy )
Promptness in completion and checking of Customer files ( 100% of
8 5 23 100 20 100 5.0
Sale) within 7 days of sale
9 Sale of demo cars 5 3 100 3 100 5.0
10 Sales of A8/A7/ R8/ RS 5 15 4 100 0 0 0.0
DMS Utilisation with complete information in all given fields ( 100 % )
11 5 329 100 234 100 5.0
either it is 0 or 5 points
Timely P.E.R. reports and execution of tours as planned ( Deviation
12 5 100 100 80 80 4.0
permitted only 3 times for P.E.R. and 1 time for tour )
Total 100.0 71.6
6 Business Direction 2012 | Audi Chandigarh
7. KRA Card
A fair measure for performance
7 Business Direction 2012 | Audi Chandigarh
8. 2011 | Customer Touch Point Initiatives
New dynamic creatives every quarter
Delivery ceremony | Exciting delivery ceremony
Gifts at delivery | Champaign bottle, Drivers watch, souvenir, chocolates,
Customer photograph in a silver plated photo frame
Facility up-keep / Hygiene | We have a checklist and mentor for same
Excellent Pantry services | Selective choices of tea /coffee/ snacks offered to customers
Post sales follow-up | 3rd Day and 21st Follow-ups
Special customised greeting
cards on customer’s occasions | Birthdays, Anniversaries , Feedback Cards, contact
established through SMS’s etc. Thank you letters along
with delivery ceremony photographs mailed, Service Feedback
cards to stay in connect.
.
8 Business Direction 2012 | Audi Chandigarh
10. 2011 | Customer Touch Point Initiatives
New dynamic creatives every quarter
Delivery ceremony | Exciting delivery ceremony
Gifts at delivery | Champaign bottle, Drivers watch, souvenir, chocolates,
Customer photograph in a silver plated photo frame
Facility up-keep / Hygiene | We have a checklist and mentor for same
Excellent Pantry services | Selective choices of tea /coffee/ snacks offered to customers
Post sales follow-up | 3rd Day and 21st Follow-ups
Special customised greeting
cards on customer’s occasions | Birthdays, Anniversaries , Feedback Cards, contact
established through SMS’s etc. Thank you letters along
with delivery ceremony photographs mailed, Service Feedback
cards to stay in connect.
.
10 Business Direction 2012 | Audi Chandigarh
11. 1 FACTORY ACT, 1948 Fully Compliant
2 INDUSTRIAL DISPUTES ACT, 1947 Fully Compliant
3 INDUSTRIAL EMPLOYMENT (Standing orders) ACT, 1946 Fully Compliant
EMPLOYEES' PROVIDENT FUND AND MISCELLANEOUS
4 Fully Compliant
PROVISIONS ACT, 1952
5 EMPLOYEE'S FAMILY PENSION SCHEME ACT, 1971 Fully Compliant
6 EMPLOYEES' STATE INSURANCE ACT, 1948 Fully Compliant
7 PAYMENT OF WAGES ACT, 1936 Fully Compliant
8 PAYMENT OF BONUS ACT, 1965 Fully Compliant
9 PAYMENT OF GRATUITY ACT, 1972 Fully Compliant
10 WORKMEN COMPENSATION ACT, 1923 Fully Compliant
11 WELFARE FUND ACT,1965 Fully Compliant
11 Business Direction 2012 | Audi Chandigarh
12. Chandigarh
Special initiative
We successfully achieved an ISO 9001: 2008 certification
which is a testimony of our strong processes and systems
12 Business Direction 2012 | Audi Chandigarh
14. 2012 | Major manpower retention initiatives
► Family day | We would like to continue with the tradition of
involving the employee families in felicitation
and excursions, which we initiated in the year 2011
► Quarterly and Annual Bonus | We intend to disburse monetary benefits to
employees linked with their Key Result Areas in
order to create enhanced focus on the personality and
functional development.
► Allied employee benefits | Accidental and Mediclaim insurance policies
► Career development plan | PS-16 profiling and Thomas profiling for all
Sales employees in order understand their weaknesses
and accordingly groom/train them better.
This year, we intend to define & launch employee growth
programme.
► Recreational activities | We intend to have activities like river rafting, staff get-
together on a quarterly basis, cricket tournaments on annual
basis.
► Internal working group | Core functional groups for efficient & quick decision making
to be redefined
14 Business Direction 2012 | Audi Chandigarh
15. 2012 | Initiatives
► Employee benefits | Employee of the Quarter | Trip to abroad with spouse.
► Creating a special B-spoke team | Re-organising sales team to enhance focus on
A7, A8, RS-5, A8
► Special staff motivation initiatives | We intend to start Yoga classes for our employees
before work hours for better stress management and dance classes after work hours.
► Internal trainings | We would like to continue with our internal trainings and lay our
emphasis on personality development.
► Focus on customer delight | emphasising on relationship building which would help us
get more references which will in-turn, enhance our business
► Focus on monthly target completion by means of accelerated incentive plans and more
15 Business Direction 2012 | Audi Chandigarh
16. Planning a new location - bigger and better !
16 Business Direction 2012 | Audi Chandigarh
17. Chandigarh
Special initiative
We would like to be No.1 Audi dealership in customer satisfaction, sales & service.
We will also look at an ISO 14000 certification
17 Business Direction 2012 | Audi Chandigarh
18. Manpower Plan to support growth 2011 2012
Sales Sales Managers 9 11
Manager Pre-owned Cars 0 1
Finance & Insurance 1 2
Customer Relationship CRM team 2 3
Sales support & Sales support &
Backoffice Backoffice 4 4
After sales Manager 1 1
Advisor/Mech 2 2
Advisor / body shop 1 1
Warranty controller 1 1
Dentor/Painters 3 4
Technicians 4 5
Washermen 3 5
Accounts Accounts 4 4
Marketing Marketing 2 2
Outsourced/ Staff Peons 2 2
Sweepers 3 3
Security 4 6
18 Business Direction 2012 | Audi Chandigarh
21. Sales Vision | 2012
To strive towards achieving customer delight by means of
Leading a well trained and motivated team : Customer First !
Always staying in connect with the customers
listening and understanding to customer requirements
Giving prompt and timely assistance to our customers
To remain focused and ensure Customer Delight
21 Business Direction 2012 | Audi Chandigarh
22. 2012 | Initiatives
Daily Incident report
CSS Audit Sheet
Soft skills trainings
Personalized letter from the Director | Audi Chandigarh
Personalized bouquets and cakes at delivery ceremony
22 Business Direction 2012 | Audi Chandigarh
23. Daily Incident Report (DIR) DIR | Advantages
Control support parameters Issue tracking next day
Minimum grapevine
Accurate solution
Accountability of team
Reference at the end of the month
Problem solving before a CSS call
CSS Action Plan on Service Feedback
|2012
23 Business Direction 2012 | Audi Chandigarh
24. CSS Audit Report | Internal check
Parameters
_________________________________________
CSS AUDIT REPORT
► Date of Delivery Date of Delivery:
Model purchased:
► Model purchased Customer Name:
Sr. YES No
► Customer Name Particulars
1 Customer handling
► Customer handling Welcome and reception at dealership at the time of
2 delivery
3 Friendliness of salesperson
► Welcome and reception at dealership at the 4 Time of salesperson for customer
time of delivery 5 Handover
6 Adherence to promised delivery date
► Friendliness of salesperson 7 Information about the timing
8 Car handing over as special experience
► Time of salesperson for customer 9 Explanation of functions & controls
10 Introduction contact partner After Sales
► Handover 11 Introduction of a contact partner for after sales
► Adherence to promised delivery date 12 Follow-up contact
13 Contact after delivery of new car
► Information about the timing 14 Appearance
15 Overall appearance
► Car handing over as special experience
Updation of all details required in the
16 completion of the file
► Explanation of functions & controls 17 Written Correspondence
18 Business card exchanged
Audited by:
Observer:
Approved by:
24 Business Direction 2012 | Audi Chandigarh
25. CIS | Advantages
► Acts as an internal CSS checklist.
► Evaluation on CSS parameters.
► Immediate identification of key areas for improvement.
► Acts as a guideline for the sequence.
► Setting up a standard process for sales.
CSS 2012 | Objectives
To track the right customer.
To track issues in time before escalations.
To add WOW effect to sales process.
To set a flawless process for sales and after-sales.
To solve all the issues at dealership level.
To reach out to all existing Audi owners.
25 Business Direction 2012 | Audi Chandigarh
26. 2012
Fo | Format | CSS follow-up
26 Business Direction 2012 | Audi Chandigarh
27. 2012 | CSS Audit Report
CSS AUDIT REPORT
Date of Delivery:
Model purchased:
Customer Name:
► CSS AUDIT REPORT
► Date of Delivery: Sr.No. Particulars YES No
► Model purchased: 1 Customer handling
Welcome and reception at dealership at the
► Customer Name: 2 time of delivery
3 Friendliness of salesperson
► Customer handling 4 Time of salesperson for customer
► Welcome and reception at dealership at the 5 Handover
6 Adherence to promised delivery date
time of delivery 7 Information about the timing
8 Car handing over as special experience
► Friendliness of salesperson 9 Explanation of functions & controls
► Time of salesperson for customer 10 Introduction contact partner After Sales
11 Introduction of a contact partner for after sales
► Handover
12 Follow-up contact
► Adherence to promised delivery date 13 Contact after delivery of new car
► Information about the timing 14 Appearance
► Car handing over as special experience 15 Overall appearance
► Explanation of functions & controls Updation of all details required in the
16 completion of the file
17 Written Correspondence
18 Business card exchanged
Audited by:
Observer:
27 Business Direction 2012 | Audi Chandigarh
Approved by:
28. 2012 | Customer relationship enhancement & retention
► Existing customer engagement ► Loyalty Programs ► Complaints Handling
►CRM meets, ►Delighting the customer by offering ►CRM escalation matrix in place
►Current customer connect events him free wash / dry-cleaning coupon ► Introduction of Daily Incidental Report
►Driver training programme on the occasion of his cars 1st 2nd 3rd ►Intro of CSS- Service feedback
anniversary ►Customer visits by customer delight
manager for faster complaint resolution
Referral Programme
► An attempt to make a new car ► Customer lifecycle ► Database Management
Delivery memorable
►Special privileges for current ► Regular updation – DMS
► Special customer care customers and those opting for a ► Segmentation
► Wine second car ►Acquisition data compilation
►Chocolates
►Driver watches
►Photo frames
►Flowers
28 Business Direction 2012 | Audi Chandigarh
29. 2012 | Q1 Fast Start Initiatives
Business Plan
Aggressive mailer activities on acquisition lists
with more focus on new acquisition data
Fast track | Company initiative -A /directories etc.
Exciting overseas trips for sales ( couples ) ,
Fast track | Company initiative -B Special monetary
benefit schemes, incentives, bonuses for all employees
Upcountry events at multicity locations.
To get more involved in the tyre burner and cannon ball club to
Fast track | Company initiative -C strengthen the personal relationship
and generate business from them and through them
Introduction of referral programme
Fast track | Company initiative -D
for existing customers
Categorizing customers to their professions and organising
Fast track | Company initiative -E special cocktails/dinners for specific target audience
Involvement of Sr. management to
Fast track | Company initiative -F push early closure of sales cases especially on the
B-Spoke cars
29 Business Direction 2012 | Audi Chandigarh
30. Audi Chandigarh | Linked slides, images & creatives
30 Business Direction 2012 | Audi Chandigarh
31. Birthday cards Key to success !
When we miss a sale,
After Sales Feedback card we do not forget to mention same
31 Business Direction 2012 | Audi Chandigarh
32. We value your interest cards Anniversary cards
Service alert cards
32 Business Direction 2012 | Audi Chandigarh
39. Employee Suggestion Scheme
Employee to fill the suggestion form and put the
same into the suggestion box
HR Dept to collect the suggestion
form from the suggestion box every morning
HR department to analyse the suggestion
with the concerned H.O.D.
If suggestion considered to have some merit, same to be
forwarded to G.M. Operations for approval
Employee to get a cash award of Rs. 1000/- in case
his/ her suggestion is implemented .
HR department to share the suggestion with M.D. in the MRM
HR Department will review the effect of suggestions on a
monthly basis with the G.M.-Operations in the meetings.
39 Business Direction 2012 | Audi Chandigarh